THE MONTHLY Sales Skills SERIES

Course Content

0 / 9

2026

48:35 Video (301 MB) HD Video (1 GB) Audio (44 MB)

So thank you for being here. And, Ali, thank you for being here too. Right now, there's only a few of us on the call, so feel free to to show your lovely face and we can see you and talk to you and that would be wonderful. Alright. So what we're gonna talk about today is we're gonna talk about adapting to disc.

And last time we identifying and adapting really. Last session, we talked about what it's like as a sales professional to have different DiSC styles so that you can understand so the strengths and weaknesses that come with each style. And there are many. There are many. And there's no right style.

There's no perfect style. There's no I'm I I was raised this and grew up to be this. It's just it's just the wiring. But once we know what the wiring is, we're not destined for that. It's just we are sort of wired for that, but not destined for that.

So what we're gonna look at today is we're gonna look at another point of view, which is when it comes to customers and clients, how do we know what they are? And once we know what they are, how do we adapt to them? Because that's really where the gold is, is in in adapting our our pacing, our how move the process along, I should say. So I'm gonna break this into a few things as we've done in the past. I'm gonna talk a little bit about with each one about as a salesperson, this is what you wanna pay attention to.

As a sales manager, this is what you wanna pay attention to. And then and then we'll talk about any either particular clients you have or challenges you have with this and what we can do about it. Okay. So what we wanna first do is we wanna first look at how do we I think I've said this before, but it's worth saying again. So one of the powers of DISC that's so amazing is practicing DISC, practicing identifying, understanding ourselves, identifying others, and adapting to others, it brings us two big things in the world of results. One is it allows us to build behavioral flexibility, which is what we're gonna talk about today.

That because you're wired one way doesn't mean you have to go that way. That if you're wired to be really direct and straightforward and even like that in your communication, but your client is not that way, that you're high dominant, they're high steady, all of that doesn't work for them. Like none of that works for them. So if we're unable to adapt our communication style, content and delivery, then we're gonna have a really limited road that we can travel on successfully. So behavioral flexibility is one of them.

And the other is emotional objectivity, that once we see how we're wired and once we understand how others are wired, then it allows all of us a little grace and space for dealing with the our own idiosyncrasies as well as the idiosyncrasies of others. So understanding what our preferred behaviors and knee jerk reactions are is important. And what do we wanna replace them with, which is in adapting to other people. So the first thing is, let's look at how to adapt to other people and what are some signals that tell us what people are?

I would say in addition to obvious presentation, like, are things irrespective of male or female, there are qualities that people put together in their presentation. But the things that are really are classic of each one. But the things that are really more trustworthy is communication. How someone communicates. The content, what they say, and how they say it.

So the content and delivery of communication are really one way to get a sense of what someone is. So let's look at them specifically. So someone who's high dominance, they are going to speak with broad terms, abbreviated language, very quick response time. They look you right in the eye when they speak to you, and they may not smile. Just like smiling doesn't matter to them.

Looking you in the eye really matters to them. So if we were to come up with a way of starting to get a sense of what someone is, I would say ask them to describe something to you. Because people can only describe something in their DiSC style. They they don't know they're doing it, they're only doing it. So when you say, tell me more about that or describe that to me, someone who's a high dominant is gonna say, it's big, it's taking too long, and it costs too much money.

Like, that would be a classic dominant to say that. Because that's how they're wired. Time and money and efficiency is really what they're all about. If you were to ask an influencer to say, describe that to me, they would be hyperbolic, superlatives. Oh my god, was so hideous.

I can't even start to tell you. Or it was the worst thing ever, because that's in their expression, there's a lot of extremes in their expression, and in their delivery, there's a lot of what's called vocal variety and facial expression and physical expression because they are in in in other models, influencers are called expressives, and that's really true. They can't they should never play poker because they can't hide their stuff. They're just so expressive. If you were to ask someone who's high steadiness to describe something to you, they would probably they may their first response may be it depends. They they say that all the time.

SETIs say, well it depends. Well what do you think? Well it kind of depends. So it depends.

And they might, they'll ponder it a little bit and they'll deliver information that might often include other people in it, Either someone else's opinion, well somebody said this, or you know, well Ali thinks it was like this, but Tammy thought that. They might do it that way, or they might reflect how other people might be accommodated in something. But they'll often include other people and in their ants, in how they respond. Compliance.

Compliance are going to give you factual information. They probably don't look at you in the world of describing. They probably don't look at you. They don't stand physically close to you. Now these are engineers, accountants, architects, real high process, task oriented people. And they might describe it with a lot of facts.

They might describe it with dimensions. They might describe it with SKUs. They might describe it with serial numbers. I mean, they're going to describe it in a very specific functional way. They can't help it.

They can't help it. And they're gonna deliver it evenly. So here we've got dominance, you get short words, maybe a little impatience, look right at you, probably don't smile. Influence, they'll look at you a lot of enthusiasm in their expressions and in their language. You have steadiness, has a little bit more measured, gentle face, gentle delivery.

And then you have compliance, which is measured delivery, very little eye contact, might look at their notes when they're describing something, and they're gonna give you a lot of details and dimensions about whatever the task or specifics are. So very, very different. So as salespeople, like one of my favorite questions as a salesperson is tell me more about that. No matter what they say, tell me more about that. Whether you're handling objections or asking discovery questions, tell me more about that.

Tell me more about that. Yeah. How do you see that happening? What would happen if it did? That when we ask more questions, they're gonna continue to describe something, not knowing that they're doing it, but describe it in a way that only someone with their style would.

Now like we are, most people are often a combination of two. They might be two that are adjacent to each other, like dominant influence or steady compliant, or they might they're usually two that are in a quadrant adjacent. So so there are things that reinforce each other. Like, someone who's a dominant and influence are result driven. They don't give you a lot of details, but they give you a lot of something.

So develop the habit of asking discovery questions and leaning in a little bit more with tell me more about that because what you're probably also gonna find is what's called criteria value. Thanks to Sharon Drew Morgan for that. Criteria value is the why of what they're doing. And as salespeople, we wanna know the why of what they're doing and why they do why now? Why and why now?

And that you're gonna get to that by asking more questions. For sales managers, we wanna practice these questions with our team so that, one, we can be the example that we want them to follow, and two, so that we understand our team better and what their style is as a way of coaching them to their best to what is gonna have them respond best. And on Monday, I did a webinar in one on one coaching. You can go to the website and find it. But and that was in it too. As as coaches, we really want to coach people the way they learn versus coach the way we coach.

Okay. Point number two. So in in that same thing, adapt your language, your speech, your pacing. That there's there is you probably have heard these terms before, mirroring and matching.

Right, voice and body match. And the thing that makes them so powerful, and when is that when we have rapport with someone, we naturally voice and body match them. So all we're doing with voice and body match to build connection is we're taking a phenomenon that naturally exists when we have a connection, and we're just moving it up in the process so that we build a connection sooner. Because if we can build a connection with people sooner, they're gonna tell us more, they're gonna trust us more, we're going to have more to work with, we can come up with a better solution, we can build collaboration. And as we know as salespeople that the more the more collaborative the effort, the greater their investment in buying from us.

Right? Whereas if you just tell them everything to do, you're gonna get a lot of yeah buts. Right? And and when we're competitive, when we're working with people who might still be figuring out who they wanna work with, the person that they're more invested in is the person that probably gonna stay with versus the person that they got a couple of questions answered from or who they're looking at online. So the voice and body match is what I refer to in terms of be practicing behavioral flexibility, that if we can only yell, then working with someone with a soft voice is gonna be very difficult.

And our ability to modulate our behavior for our audience is is an extraordinarily generous and gracious thing to do. And it's not manipulative any more than if you were going to go to another country and you could speak their language, you would speak their language. Right? So it's really just singing their song and dancing their dance that gets us in the space. They feel understood.

They feel we get them, and that goes a long way both for a salesperson and a sales manager, that we wanna be on the same side, on the same team with people. So one of them is to and I would say this for for everyone, is that we wanna practice pacing everywhere. I'm not giving an example of for salespeople that, you know, probably the two questions I've gotten the most in the time I've done this is, what do you do about just browsers, and how do I close without being too high pressure? And I don't think that right in the beginning, I don't think that we practice enough pacing and voice and body match. So that if you're up and you're in the up position and you can see the door and you see someone come in, to be able to look at them, like look at how they're moving, are they moving quickly or slowly, and then are they talking quickly, are they with someone else?

Look at the clues and ask yourself, what's their disc style? Just take a shot. What do I think their disc style is? And then as you walk up to greet them, to walk and have your feet hit the floor the same time their feet hit the floor. It has us focus on pacing.

And if all we do is pace with them, just pace, slow our voice down to be in the same pace, same volume, same pace, then that's gonna go a long way. Because once we start to notice the re the response to that, we'll do more of it. And and remember that they don't notice you doing this. One of the things that stops us from doing more voice and body match is that they're gonna catch me. They're gonna think I'm making fun of them. They're gonna think I'm mimicking them.

As humans, we notice difference. We don't notice similarity. We just experience similarity. We enjoy it.

We feel the same. We have what I call the me too. It's like, oh my gosh. Me too. Like that stuff that we do that that we really it's like, oh gosh.

They're like, they get me. And that's what we want our clients and our as sales managers, our salespeople to think. They we wanna feel gotten. We can be disagreed with if we feel gotten.

Right? That at least we're understood. So that's what we're looking to build, is we're looking to build understanding. So voice match in terms of pacing and volume, even if there are accents. Accents are just an inflect or where the inflection is, if someone leans into a word. So, well, Ali, they'd say, well, Jody, like that.

Like, that's what we wanna practice. And I would invite you to practice everywhere in the world. Don't practice on clients and salespeople. Practice on everybody. Practice when you're watching a movie.

Practice. Because the biggest thing for us is we wanna get comfortable with someone else's voice coming out of our mouth. We wanna get comfortable not in in someone else's behavior that isn't our behavior and not feel so awkward that we judge and stop ourselves from doing it. So the thing that you will find that's kind of wild when you do this, and this is with everybody, especially with people outside of work in our work life, in our home life, is that when you really sort of voice and body match, so you stand up straighter with some people because that's how they stand, and you tilt your head, and you hold your body the way they do, you will actually experience them in a way that you have not experienced them before. And you might say to yourself, wow, like, that's why they're so uptight or or something, but you will get a sense of them that you've not ever had before and understand them in a way you haven't understood them before. And that goes that's what this is about, is about us understanding them and giving them grace and giving ourselves the grace to actually do that.

Okay. Any questions so far about this? Does it make sense? Well, that's the most important part. Okay.

Alright. So next part is we wanna we wanna resist resistance and increase rapport because one of the things that we that we as humans really respond to is difference. Like, we don't like it. We, those people, people who.

So it's helpful as we start to practice this to notice the reaction we might have to certain people. So as a high dominant, I have to be there. I have to really get to neutral and really pace with high steadies because they're my opposite. In my disc profile, I have single digits in steady, like, really. And so when I'm working with someone who's a high steady, I have to I have to really just take a breath, focus, ask more questions, be more, slow it down, and just focus on the actions to adapt versus the judgment of how they are.

So we're just going to put our attention somewhere else. We're gonna put our attention in the adapting versus the assessing. And we're re well, we're replacing judgment with assessment actually, but we're we're there's no right or wrong. There's just difference, and it's just behavior.

It's just behavior. It's just behavioral preference. It's not even a personality test. It's just behavioral preference that if we replace, well, I wish they would make decisions more quickly with, they're a steady compliant. They don't make decisions quickly, and they're never gonna make decisions quickly. So how can I pace with their decision making so that I'm with them through it to the end of it?

Right? So when we when just notice that as salespeople, just notice that where the resistance comes up, it might come up in it might come up in meeting new people. It might come up in how people make decisions over time, especially if you don't need any other person to make any other decisions in your life, but you've got clients who need other people. It's just resist the like that. So just just notice where our resistance comes up and just notice it for what it is.

It's just resistance. You can change it. Right? And the same goes with sales managers working with salespeople that this is helpful in ongoing training and development, in in adapting new selling skills, in learning new technologies, as sales managers to watch our reaction and resistance to people who don't take to it quickly. Right?

And just stay on the horse and reinforce what it is we're trying to do and just don't give up. Just don't give up because it's not readily assimilated. Just don't give up. Okay. So lastly here is to look at how do sales how do customers wanna be sold?

Yeah. How well, better. How do people buy rather than how they wanna be sold? That's better. So how do people buy? They buy how they wanna be served.

And how people experience the world and emotions and pain and preference and motivations all aligns with their DiSC style. So how different DiSC styles want the interaction to go and the result to be achieved is based on their disc style. So someone who's high dominance wants the process to go quickly, they want very few details, they want the best option presented out front, and they want the transition to be quick. So if you're working on a large project and you have a lot of paperwork to put in if you're still handwriting it or put in the system, they do not wanna sit and watch you do that.

Like, a steady would would allow you that grace, but a dominant is like, I got a billion other things to do just like just fax it to me or say fax it to me. Just email it to me. Like, where did that come from? So, you know, that's how they they want the transition, the write it up part to be really quick. Influence wants the interaction to be fun, playful, innovative, interesting, quick.

That they like to play and have fun. They like to express the I love that. That is so adorable. They love to love things. And they're fun to sell to.

They're impulsive decision makers, and they probably buy more accessories than anybody else, but they just that's what they like. They like they like the process of creating something that is a signature of them and their particular aesthetic. They like that. And the more that you can feed into that, they like to be complimented. They're the only ones I would compliment because compliance are really suspicious of it.

Dominants don't need it, and steadies are they're okay with it, but it's like shooting fish in a barrel with with influencers. They love to be complimented. And they do it too. They're like, oh, is such an adorable top. Where did you get that?

Like they can't help themselves, because those compliments are their superpower in connecting with a variety of people, and they're the best at it. They're better than anybody. Okay. Steadiness, in terms of how they want to be served as customers, how they want to be served, sold, and make and make decisions, is they actually like a consultative, collaborative engagement and process.

They want they value other people's ideas. That for them, other people's ideas, is empirical evidence. What do you think? What do you think? What do you think? And if you're a high dominant who who only values your own opinion really or someone you really, really value, really, then to work with someone who asks a lot of people their opinions, and you're thinking, like, why don't you just ask the the housekeeper how this like, really? What is what is with this?

But they can't stop themselves, because they just they have this small d democratic collaborative approach to life. They want people to feel included. They want they like collaboration and decision making. It's not gonna change, that is what they do.

So when you say, I think you ought to do this, or I think this really works, they're gonna listen to you. They're gonna listen to you. They also require patience. I think that it's unfair to think that high steadies are indecisive and they're indecisive. They're not indecisive.

Their decision making process involves the opinions of other people, and they deliberate on if their how their decision is going to impact other people before they make a decision. So when we try to close a steady, someone who's high steadiness, when someone else is weighing in and we say like, you know, whose decision is this? That's the wrong question to be asking them. Or who's gonna live with this? Wrong question to be asking them. Because that divide and conquer approach does not work with high steady.

Okay, and lastly, compliance. So high compliant are they want very accurate information, They want information given to them in an ordered fashion, like sets and subsets. They prefer it in writing. They like things in writing.

And they don't like to be, they don't like winging it. They don't like guessing or making estimates. They want the real information, and they want it now. The thing to know about high compliance is they will always ask you a test question, their test, to see if you know the answer because they they have the right answer in that question. And that an if your answer aligns with theirs, great. If you don't know the answer and you're a high influence, you're probably gonna wing it and you'll probably lose them.

So beware because they're crafty like that. So I would suggest taking a look at your client list as salespeople. Take a look at your client list, and what are their styles? How do they wanna be treated?

Where can I up my game with them so that I can deliver the experience that they really want? If they want you to like send them an update once a week, send them an update once a week. That's what they want. Just give it to them because it helps them feel safe.

And with sales managers, I would say that that really know who your customers and your sales team members are and really coach them the way they wanna be coached. And the way they're gonna receive information, practice information, how they wanna be complimented in front of a group or otherwise. It it it's it goes with posting performance. There's a lot of stuff when it comes to how your team members wanna be coached and wanna be taught and wanna be acknowledged and how they don't. Like, compliance never want to be acknowledged in front of other people, like, ever.

When they say to you, I don't want a surprise birthday party, leave them alone. They really mean that. They're not just being coy. They really don't want that. So so understanding what what our customers and our and our sales team members are and then adapting in a way to fit them is the is where the gold is. It's where people feel respected and heard and appreciated, and it makes the interactions much smoother than where we kind of bang heads because we just aren't operating on the same plane and that we can improve that.

So so with that, my question to you is, how do you see this information being valuable for you, whether it's with other sales associates or with clients and customers?

For me, as management, I was on your call Monday too. So I think just identifying with my staff what type they are and what they need on, like, that one on one, you know, meetup, I think, is important because, you know, type d over here being a ten minute convo versus my other salespeople that are gonna need an actual sit down, you know, those are gonna look a lot different.

And as you plan your time, and this is where planning your schedule for one on one meetings with some with some future, like a quarter at a time or something or at least a couple of months at a time, that you can allocate the amount of time that each one needs. Because you're right. Dominant, it's like you're both standing up. It's ten minutes long. There's you know, they'll fight you on a couple of things, but Mhmm.

It's like, you know, you're my you're my go to. You know, you're my lead dog here. So let's let's rock and roll, and they're gonna they're gonna they'll be your they'll be a great lieutenant. Mhmm. Right.

Cool. How about you, Tammy? How do you see this with with clients and customers making the process smoother?

Yeah. I see where this is very helpful. I'm gonna need to take the test. I know I'm in steadiness, but I don't know if I'm, like, a high steady or, you know, where I'm at with that. Because I do like to use the word love a lot.

Yes.

And I talk about things. So. Yes. Might be a a mix of that. But I do have and I've noticed just since I've been following you.

Like, when I sit down with clients in that, and I'm kind of starting to see the four types, you know Mhmm. In that. And, so just really honing in on that body language, that communication, that, like, even that first two seconds when you first meet them in that and just really having, the eye contact, the smile, and just the the body language, because, you know, where I work, it's a very fast paced retail environment. People coming in and out really very quickly.

Mhmm.

And so, you know, just have to really get really sharp with it.

Yes.

I think. But I see where this can be really beneficial for sure.

Oh, absolutely. And the more that we the more that we practice out in the world Mhmm. Where the where the pressure's off, where we can see a variety of people, even sitting down watching people when you're out to dinner and looking at other people at other tables and people that seem to actually, it's a here's a great example. You're out having dinner, and you tell your the person you're having dinner with what you're gonna do so that they know what you're looking at. And you can play they can play with you too because it's kind of interesting.

So you'll you're able to notice that when you look at people who appear to have rapport, they're usually in a similar posture. Their their their gestures and carriage, how they're tilting their head, if they're nodding at the same pace, just notice the people that seem to be more connected. They will tend to have more similar body match than other people. Just watch it because you don't know to know for it, but once you know to look for it, it's like, holy cow. They really are doing that, and they really are doing that. Or they'll laugh the same way, or they'll they'll do that.

No. Yes. They'll do that stuff that is just you'll watch and hear it actually happen.

Mhmm.

Right? And with clients, truly the best thing to ask people to describe things, just describe it to me, tell me about that. And they can't not describe it in their disc style. Like they don't even know what you're looking for. They're just answering a question.

So do you have people now so Ali, do you have people on your team who are challenging either for you or for others, and you think that some of that could be improved by understanding their disc style a little bit more and working with that?

Yeah. I struggle because I'm a SETI compliant. So I struggle with meeting my dominant people where they're at. So that's something that I need to that I just need to work on.

Do you have any of them?

One in particular, that's the tricky one. Are they top producers?

Yeah. Yeah. Well, that often happens. Right? And so right.

And so because they're kind of fearless. Mhmm. Right? And so and and we get up we're on the receiving of that end of that as well. That they say stuff you think, oh my god, they said that out loud.

Right. Yeah. Right. It's okay. It's all good.

Yeah. So this is where, again, practicing or just watching a movie and saying, know, what what are their disc styles and why do I think? And when we go to look at because most of us are like a combination. So you're probably gonna think that that or see that, then just say, well, I think they're they're really direct no matter what I ask them. So they probably are either steady and or I mean, dominant and or influenced.

Let me listen a little bit more to hear what the content of what they say is, because both of them will talk about themselves, but influencers talk more about themselves. Like like, they're they're always the subject of their conversation. Like, always. I equals influencer because they can't help it. Right?

And they're really fun oriented. Like, they're just their paperwork's terrible. They're late. They create drama, but they they're and they can be inconsistent performers.

Right? But they add something to the team. Like, when you wanna get people rounded up and, like, let's go, they they're really helpful for that. Right? Whereas yeah. So So how do you how do you imagine seeing yourself using this immediately?

I mean, I think I just need to schedule it. Right? I mean, scheduling the one on ones because the way it is in our store, it's very inconsistent. Like, we'll talk to staff throughout the day and stuff like that, but it's not sit down, have a one on one. We actually talked about this in our management meeting this morning about getting those scheduled and actually setting aside time quarterly to get that done.

So I think I mean, just doing it and putting it into action.

Yeah. It is. And when we when we take that on that the development of our team as sales managers, that is our number one priority is the development of our team. And to watch where our ability to focus on that gets shifted to other company priorities that are they're not the they're less important, it's that somebody else could do them. But often, you know, when if you were to go into Doug and say, like, this is what I'm doing.

These are the things I'm working on. These are my meetings coming up. Like, I don't think that they're gonna call you to handle a customer service problem as quickly when when they see that your focus is to drive the revenue of your team, and these are the things I'm doing. So the more strategic that you can be with that, the better for everyone and organized and structured for it. Not that things can't come up, but organized and structured for it so that everyone sort of can trust that process, right, that that process is gonna help them to develop.

Do you have regular weekly meetings with your team

or, like, group meetings? Yeah. We have meetings every Saturday morning before before the sales day starts. So Do you do daily huddles? No.

Because we have people that come in at different times throughout the day, so it's just something that kinda gets lost in the shuffle.

Do they do they do those people who come in throughout the day, do they only come in later of the day, or does that opening bell team rotate? It rotates. Okay. Then you could have a you could do a daily huddle. Right?

A daily opening huddle, and you could say you know, give someone say, I want you know, do the huddle with the people that come in at at 01:00 or something so that everyone is starting the day going in the direction of our goal today is x. You know, we're 52% of the month is in, and we're at 57% of goal. So we are ahead. Let's keep that momentum. This is what we need to write today.

Write that. And so just as a way that keeps us from having to have some of the sales meeting stuff that we do because we're lining everybody up every day. Mhmm.

That makes sense.

Right. I love huddles. I just love them. Okay. Anything else that is either in the world of disc or in the world of sales, new kind of customers or buying habits or challenges that you're up against that we can talk about today?

What do you suggest for so if we're starting to implement these one on ones, I have some dominance that maybe would not take it seriously. What is your recommendation to combat that?

So one of the things that I've gotten a lot of distance from is or use from is it's a verbal equation. The word since, s I n c e, followed by a fact, followed by a question. So with a high dominant, high producer, I might say, since we're implementing regular one on one meetings, how would you like yours to go? Right? So that we're getting in front of it. In selling, we would call it leading with the objection.

Right? How would you like yours to go? Do you want, like, a fifteen minute in the morning?

Do we wanna do it on Zoom? Do you wanna do it in the office? Do we wanna do it over coffee? How do you wanna do it? So the option of not doing it is not an option.

And with high dominance, especially those who are doing a lot of things right, there isn't a lot we have to do with them unless let's say that they're a million dollar writer right now, but they wanna do 1.5 this year. It's like, alright. I will be on your team. Let's figure out a strategy, and I will hold you accountable to the strategy. Like, it's not like you're telling them what to do because god knows nobody wants they don't want anyone to tell them what to do. But but you're collaborating on the on the strategy, and you're just their accountability buddy.

Right. Because the team is either following them or resisting them. You know, that and how they are with the rest of the team if they're good with people, or they can be a little impatient and, you know, not suffering fools lightly. Yeah. But that would be with a top producer, especially if you want someone to clear a new goal a new level of performance, they'll be the person that'll do it with you.

Mhmm. Okay. Was that helpful? Okay. Thank you.

Tammy, anything for you?

No. I'm just looking at even how I think in our department. I can only think of one dominant, which is interesting.

It is interesting.

That is interesting.

Mhmm. But

now I'm, like, now I'm looking through the lens of the disc and kind of looking around, you know, in my department, who's who and all of that, but it's a department that gets along really well, which is wonderful.

Which is wonderful.

It is. Mhmm.

Right. Right. But it is funny, as you say, when you start looking through the lens of disc, things just look different. It's just it's like, wow. And truly, we're it just well, that explains things.

So, yeah, that does explain things.

Right. And for one on ones, we just do them monthly. And they're very hey. You know, my manager yesterday, hey, Tammy.

What's your day look like today? Do you

think we can knock out that one on one? That's his style, and we just, you know, do it that way. So Yeah. And then we have, what's called take tens we're supposed to anyway in the mornings before that.

It's ten minutes. Talk about kinda what sales are, what's you know, for the day. We don't we're not consistent at it. But, you know, that's okay if we need the information. We'll just ask.

So I have a question for you, and this is for Ally's ears too. Is that with both situations that you mentioned, whether it's the one on one, right, and then and then the the meetings, is, as a sales associate, right, as a designer

Mhmm. Mhmm.

How does that make you feel you register for leadership? What are you left with as an interpretation of those things? Inconsistency.

Yes. That is his method of operation, but it's like that's how he is with everybody. You know what I mean? That's just how it is. As far as, like, because I've had, you know, three different managers since I've been there over the years, all three different styles in that.

Mhmm.

So I like things to be a little more scheduled so I can, you know, plan around it and all that. But I'm okay if that's how he wants to do it. I can, you know, do it that way. But I I keep a a note on in my phone. So if things when we do have the the one on one, there's things that I can talk I can bring up.

You know? So I just kinda keep track track of that if there's something that way.

Then Good for you. So then I'm So you've made it work by Yeah.

Yes. With that. Yeah. I do I do wish that we were consistent on the the take tens. So that way everybody gets the same information.

And I've asked, like, several times he could have because not not all the information's getting trickled down because of that, some come in early, some come in late, some have their days off, you know, that whole thing. But if he had a, then I'm like, because I like processes. But this is for profit. So, you know, not just a process for in and of itself. It's gotta have the result.

Right.

So my suggestion was with the take tens, there's a sign up. So we know who came to which take tens, that daily thing, and who needs the information, you know, to make sure everybody gets the information. But that's not his style, and he's like, oh, yeah. That's a great idea. And then it, you know, doesn't get implemented.

You know? So

So it's a great example of, again, falling to our disc style instead of responding to a request. Even if you say, alright. It's a great idea. Why don't you handle it? Yeah.

Yeah. Like, if it's not your disc style, like, give it to somebody else to do if it's a great idea.

Right. But that is where that way we know what the sales are. I mean, you know, just know when the day starts how it is. And, you know, and we know how management, it sets the tone from the top down. So

Yes. Mhmm. Our consistent attention to people shows our interest in them. Mhmm. And when we make them a priority and make time with them and listening to them a priority, they feel heard.

And in a time when it's not easy to find great people and we wanna keep great people when we have them, it's like, are the things that have people stay where they are? And it's that. It's being supported. It's being acknowledged, and it's being encouraged. It's being developed. All of those things that and that's irrespective of age.

That's those are the things that matter. I mean, the money always matters. We get that. Mhmm.

But the the other elements of the softer things about working somewhere are what matter. And you have so Tammy works for a huge company, and Ali works for a family owned company. Right? And in family owned companies, sometimes we aren't as organized because we say, well, we're not a big company. We don't wanna be that organized, when that's actually what needs to happen.

Right? And large companies need to be more personal.

Right.

So, like, there there's something available from both. And I think this DISC stuff and getting how it is, how we are, how others are, help us to find a delicate balance with all of it when we use it. So excellent. Okay. So any other questions about disc or any other challenge that you're up against right now?

Okay. So, Tammy, I will see you next week. Yes. And, Ali, thank you so much for joining us. And if there's any of this you've got my contact information.

If there's any of this that comes up that's a challenge or a question or anything, please feel free to reach out to me. I am absolutely here to help. Beautiful. Thank you. Okay.

Alright, ladies. Let's make gold for September.

Let's.

See you soon. Thanks. Bye.

Bookmarks